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26 July 2023 | Story Kekeletso Takang | Photo Charl Devenish
Prof Phillipe Burger, Prof Peter Rosseel and Prof Liezel Massyn
Prof Philippe Burger, Dean of the Faculty of Economic and Management Sciences, together with Prof Peter Rosseel and Prof Liezel Massyn, Head of the Business School, at the recent guest lecture hosted by the UFS Business School.

The business world today is confronted with continuous disruptions and uncertainty. Organisations are challenged to think about digitalisation, innovation, and transformation to remain competitive. Leaders must be able to take everyone with them on a journey of continuous change.

This is according to Prof Peter Rosseel, Director of MCR Consulting (a spin-off of the University of Leuven in Belgium) and Affiliated Professor at the University of the Free State (UFS), who gave the lecture in the UFS Business School. The title of the lecture was The Golden Triangle of Vision-Leadership-Culture: why changing behaviour is so difficult and what you can do about it? and it was aimed at challenging leaders to deal with disruptions and uncertainty, the lecture equipped attendees with the skills to do so. 

Prof Rosseel challenged attendees to stretch their thinking. “Change management is not a human resource function, it is a leadership concern. Leaders who want to see a change in behaviour should create conceptual conflict.”

Conceptual conflict

Laughter was coupled with moments of silence as Prof Rosseel, a visiting professor at the University of Leuven in Belgium, took attendees on a roller-coaster ride. He alluded to five examples of conceptual conflict, statements that shook the room. 

  • Team building doesn’t work, it is a waste of money.
  • Stop giving presentations, people only remember 4% of what was presented.
  • Take the word ‘consensus’ out of your vocabulary.
  • You can measure all you want; it won’t change behaviour.
  • Training as a strategy to change an organisation is a very bad idea.

He believes that conceptual conflict is important for the development of the culture of an organisation.

In addition to creating conceptual conflict, leaders should negotiate with their teams. “There are three ways to go about this; inform, engage/empower, and observe the change in behaviour. People want to be informed on time, people want control, and people want to know why. Meet these terms and you are well on your way to observing the change in behaviour. People can agree to change even if they don’t support it, as long as they believe it is fair.”

An attendee posed a question to Prof Rosseel: “In South Africa, we have trade unions, and this leads to a consensus approach to decision-making. How do we do away with consensus in decision-making?” Prof Rosseel responded by saing: “That’s the context within which you operate. You can’t change the context. Play the politics but never compromise the strategy implementation.”

The golden triangle of ‘vision – leadership – culture’ provides a framework within which organisations can operate. Vision is the content, while leadership facilitates the change in behaviour, and culture is created through strategy implementation and cognitive dissonance.

About the speaker 

Prof Rosseel’s field of expertise covers strategy implementation, change management, cultural and digital transformation, leadership, and learning. He travels the world to help leadership teams and their organisations to change (80% of his time). 

He also teaches change management, and digital and organisational culture transformation to first- and second-year students in the Master of Biomedical Sciences, third-year Bachelor of Criminology students, and third-year Bachelor of Psychological and Educational Sciences students. In 2024, he will also teach a postgraduate course to engineers on the same subject matter. In South Africa, he teaches in the Faculty of Economic and Management Sciences (20% of his time).

Read up on more programmes offered by the UFS Business School here.

News Archive

Good quality wheat essential for bread production
2016-11-29

Description: Robbie Lindeque Tags: Robbie Lindeque 

Robert Lindeque, wheat breeder at the ARC
Small Grain Institute in Bethlehem.
Photo: Supplied

“Wheat quality, specifically grain protein, is of the most crucial components determining the profitability of wheat farmers.”

This is according to Robbie Lindeque, wheat breeder at the ARC Small Grain Institute in Bethlehem. As a wheat breeder, one of his primary aims is to make a contribution to sustainable wheat production in the inland of South Africa.

A closer analysis of bread wheat protein

With his PHD thesis, "Protein quality versus quantity in South African commercial bread wheat cultivars”, Lindeque answered critical questions regarding the South African wheat industry. The major question of his PhD, which he received on 30 June 2016, was whether protein quality could compensate for protein quantity as a measure of bread quality in South Africa.

The three main wheat-producing areas in South Africa, the dryland summer rainfall region (Free State), dryland winter rainfall region (Western Cape), and the cooler irrigation regions (Northern Cape), were used as a starting point for the study.

Proteins are essential for the baking of good quality bread. Worldwide, the utilisation of wheat flour shipments in the baking industry is determined by the protein proportion of the shipment.

Lindeque says the aim of his thesis was to determine whether a closer analysis of bread wheat protein would provide a better indication of good or bad bread quality. “The conclusion from this study was that both protein quantity and protein quality from all three production areas in South Africa varies constantly in accuracy regarding the estimation of bread volume, mainly as a result of environmental factors,” says Lindeque.

Results relevant to the wheat industry

In 2012, application was made to the Winter Cereal Trust for funding of the project. After funding was approved – thus making the Winter Cereal Trust the main partner – seed samples were collected from the 2012 and 2013 national cultivar adaptation trials.

“After this, the seed underwent protein and flour analyses, which added a third year to the study, with the fourth year consisting of statistical processing and documenting of the results,” says Lindeque.

Funding by the Winter Cereals Trust contributed to the fact that the study constantly attempted to keep issues and results as relevant as possible to the wheat industry.

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